Letters Unsent

W

e have a very engaged and vocal readership that can be brutally honest. Sometimes we get compliments from you, sometimes we get corrections. Sometimes it’s complaints, and sometimes it’s flaming “how dare you, how could you” accusations. All feedback is welcome and all feedback is valued. But as a manager, when do you pass along the feedback to the relevant contributor or department, and when do you spare them?

To me, the main parameters are specific, productive, and long-term value.

I’m still trying to master the formula, and sometimes I get it wrong. I’ll look at a draft and say, “this isn’t working for me.” That might be accurate, but it’s also limited. It definitely isn’t going to get us closer to something that does work.

Progress will only happen if I can explain what about the draft isn’t working — the lead, the tone, the focus, the color, the font, the dialogue. Once I can figure out the specific aspect that needs improvement, the process becomes productive.